Mid-Term Management Plan for FY2025-FY2029 "Evolving Growth 2.0 -A New Horizon-"

Basic Concept

1.Formulation of the long-term vision, "Vision 2035"

With the long-term vision of "Become a global leader*, by co-creating innovations with customers who are challenging cutting-edge technologies," we have set the semiconductor and life sciences fields as priority areas.

2.Establishment of "YOKOGUSHI 2.0"

Evolving 'YOKOGUSHI" into "YOKOGUSHI 2.0," we will strengthen our solutions by field with the creation of high added value through innovation and expansion across 3 axes (① Equipment/Functions, ② Applications/Services, ③ Co-creation).

3.Efforts to Enhance Profitability

To achieve sustainable growth, we will promote management that emphasizes capital efficiency, enhance the profitability of our core businesses, and build a strong business foundation.

4.Investment and Shareholder Returns

We aim to improve profitability and shareholder satisfaction by pursuing growth opportunities through strategic investments and returning profits to shareholders

5.Social responsibility initiatives focused on "people, organizations, and society" for sustainable growth

We aim to achieve sustainable growth by improving customer satisfaction and employee engagement, strengthening governance, and promoting zero-carbon actions.

FY2024 FINANCIAL RESULTS BRIEFING

Vision 2035

* Aiming for top class market share in key markets of semiconductor and life science.

"Evolving Growth 2.0 -A New Horizon-" Overview

YOKOGUSHI 2.0 Creation of added value through innovation & expansion on 3 axes

Medium-term Management Plan Target

Further strengthen capital efficiency-oriented management and "earning power" of core businesses towards sustainable growth.
To improve capital efficiency, designate ROE/ROIC goals and follow up with PDCA cycle.

Priority Areas in this Medium-term Management Plan

We will focus on semiconductors and life sciences, where market growth is expected and our advanced technological capabilities are required.

Semiconductor

Strategy based on 3 axes of YOKOGUSHI 2.0

Aim to become a global leader in 10 years, by offering solutions beyond our customer's imagination, through
① connecting our instruments/functions,
② stronger application and product services, and
③ co-creation with our customers and partners

Life Sciences

Strategy based on 3 axes of YOKOGUSHI 2.0

Aim to become a global leader in 10 years, by providing products/services enabling advanced atomic/molecular level analysis by
①develop and improve instruments,
②provide applications and develop data processing methods,
③co-create with institutions/scientists

Regional Strategy

Realize further growth in market outside of Japan by establishing JEOL Holding Europe SAS, the solution centers, strengthen service and support structure, etc. in major countries/regions

Our commitment to sustainable growth with a strong focus on people, organizations, and society

Aim for sustainable growth by fulfilling corporate social responsibility, enhancing customer satisfaction and employee engagement, and promoting innovation and strengthening governance

Human Capital

Redefining Roles

Each of us need to redefine own roles and make significant progress in order to realize new Medium-term Management Plan

Developing Researchers

Continue to develop excellent engineers who challenge the world's best technologies and create new values that will open-up the future

Zero Carbon Action for the Next Generation - A Challenge for All Employees -

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